ADVANCED ENGINEERING

2(2008)1, ISSN 1846-5900

APPLICATION OF QUALITY ENGINEERING TOOLS

IN PROCESS INDUSTRY
Paliska, G.; Pavleti, D. & Sokovi, M.
Abstract: A company has to conduct process data acquisition and analysis in order to confirm
capability and effectiveness of its quality management system and to be actively involved in
continuous process improvement. Continuous quality process improvement assume application
of appropriate quality tools which enables sound decision making process based on facts. In the
paper are presented results of research of the systematicness in the application of seven basic
quality tools (7QC tools).

Keywords: Industrial Management and Organisation, Quality Management, Quality

Tools, Process Industry

1 INTRODUCTION
Continuous quality improvement process assumes and even demands that a team of
experts in field as well as a company leadership actively use quality tools in their
improvement activities and decision making process. Quality tools can be used in all
phases of production process, from the beginning of product development up to
product marketing and customer support. At the moment there are a significant number
of quality assurance and quality management tools on disposal to quality experts and
managers, so the selection of most appropriated one is not always an easy task. In the
conducted research it is investigated possibilities of successful application of 7QC
tools in several companies in power and process industry as well as government,
tourism and health services. The seven analysed quality tools are:
Flow chart
Cause-and-Effect diagram
Check sheet
Pareto diagram
Histogram
Scatter plot
Control charts
Furthermore, the research also includes analysis of possibilities of systematic usage
of quality tools in process industry, what is, in the paper, shown on the selected case
study.
There are three premises that underlie the intense interest in continuous process
improvement by the quality profession:
All work is a process
All processes vary
Process variation equals to reduced quality
This implies, in turn, that meeting engineering requirements is not good enough.
After all, engineering requirements are an allowance for variation. A better approach is
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that advocated by Genich Taguchi: minimize process variability around a target value.
Since all outputs are the result of processes, continuously improving customer
satisfaction requires the continuous improvement of processes. Improvement is
accomplished by enhancing the ability of the process to deliver value to the customer.
There are two popular and effective strategies for reaching this goal: gradual
improvement and radical improvement.

2 QUALITY ENGINEERING TOOLS

The seven quality tools have a long history. All of these tools have been in use for over
twenty years and some date prior to 1920 [1]. These are the old standby tools that
have been use successfully by quality engineers for decades.
These are the most fundamental quality control tools that were first emphasized by
Kaoru Ishikawa, professor of engineering at Tokyo University and the father of
quality circles.
This list is sometimes called the seven quality control tools, the seven basic
tools or the seven old tools.
1. Flowchart: A technique that separates data gathered from a variety of sources so
that patterns can be seen.
2. Cause-and-effect diagram (also called Ishikawa or Fishbone chart): Identifies
many possible causes for an effect or problem and sorts ideas into useful
categories.
3. Check sheet: A structured, prepared form for collecting and analyzing data; a
generic tool that can be adapted for a wide variety of purposes.
4. Pareto chart: Shows on a bar graph which factors are more significant.
5. Histogram: The most commonly used graph for showing frequency distributions,
or how often each different value in a set of data occurs.
6. Scatter plot: Graphs pairs of numerical data, one variable on each axis, to look
for a relationship.
7. Control charts: Graphs used to study how a process changes over time.
Flow charts. A process flow char is simply a tool that graphically shows the
inputs, actions, and output of a given system. The purpose of flow chart is to help
people to understand the process.
A flow chart illustrates the activities performed and the flow of resources and
information in a process. Two types of flow charts are particularly useful high level
and detailed. A high level flow chart illustrates how major groups of related activities,
often called sub processes, interact in a process. Typically, four to seven sub
processes are shown in a flowchart. By including only basic information, high level
flowcharts can readily show an entire process and its key sub processes.
A detailed flow chart provides a wealth of information about activities at each step
in a sub process. It shows the sequence of the work and includes most or all of the
steps, including rework steps that may be needed to overcome problems in the process.
A quality improvement team can increase the detail to show the individuals performing
each activity or the time required to complete each activity. If necessary, the link
between various points in the sub process and other high level flow charts of the
process can also be shown. An organization pursuing quality improvement is
constantly looking for ways to improve the effectiveness and efficiency of its work.
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Effectiveness means producing the required results of output when needed. Efficiency means simply producing those results or outcomes the first time with minimum
resources. In order to generate ideas on how to be more efficient and effective, it is
helpful to define and document how activities are actually performed. Flow charts are
useful for this purpose. Flow charts can be useful to identify activities in a process that
reduce our effectiveness and efficiency. For example, some activities may be
redundant or repeated, other may be unnecessary. Activities may be performed in
sequence, when they could be conducted at the same time to reduce the overall time for
the process. Flow charts can be used to identify conditions that cause delays and
bottlenecks. This can bring focus to problems at various points within the process that
need further evaluation and improvement. On the Fig. 1 it is shown an example of
application of flow chart in the process of cement sampling and quality control. The
shown flow chart is high level flow chart with a small number of details.
Preparation of cement
samples for measurement

Measurement of physical, mechanical

and chemical characteristic of cement

Achieved
quality level is
acceptable?

No

Inform responsible
persons

Yes

Continuous delivery
of cement is ongoing

Further cement
delivery is stopped

Fig. 1. Flow chart of cement sampling and quality control

Cause-and-effect diagram. Process improvement involves taking action on the

causes of variation. With most practical applications, the number of possible causes for
any given problem can be huge. Dr. Kaoru Ishikawa developed a simple method of
graphically displaying the causes of any given quality problem. His method is called by
several names, the Ishikawa diagram, the fishbone diagram, and the cause and effect
diagram. Cause and effect diagrams are tools that are used to organize and graphically
display all of the knowledge a group has relating to a particular problem. A cause and
effect diagram is used to show the causes of a problem. Since there is generally more
than one cause to any problem, the diagram is used to further divide causes into groups
or categories. This approach often uncover the root causes of problem. When the root
causes are identified, it can be evaluated how much each cause contributes to the problem. Cause and effect diagram can help clearly illustrate possible relationships between causes. It can be used to uncover the root causes of problems or specific problem
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steps or bottlenecks in a work process. While a cause and effect diagram is an effective
analysis tool, it only helps to identify possible causes or categories of problems. Even
if everyone agrees on the list, it is important to determine what is not known about
each cause and how that information can be obtained. If necessary, additional data
must be collected and analyzed in order to identify and confirm actual causes. On the
Fig. 2 a cause and effect diagram that summarize and categorize major variables that
influence quality of the cement in the process of cement production is shown.
Material

quality of supply

Machines

quality of
raw material
quality of
clinker

fitness for
purpose
reliability of
weighing
machine

storage condition

calibration of
weighing machine
capacity of
separator

Cement
quality
definition of
parameters

control of
parameters

monitoring of
parameters

equality
skills

availability of
information

methods and
frequencies of
quality monitoring

Process

synchronicity

Personnel

Fig. 2. Cause-and-effect diagram for cement quality

Check sheets are tools which consist of lists of items and some indicator of how
often each item on the list occurs. In their simplest form, check sheets are tools that
make the data collection process easier by providing pre-written description of events
likely to occur. Although they are simple, check sheets are extremely useful processimprovement and problem-solving tools. Their power is greatly enhanced when they
are used in conjunction with other simple tools, such as histograms and Pareto analysis.
Ishikawa estimated that 80% to 90% of all workplace problems could be solved using
only the simple quality improvement tools.
On the Fig. 3 is shown example of a check sheet used in the process of raw powder
production. Parameters values are collected and checked on the daily basis according
to presented check sheet.
Pareto charts. Pareto analysis is the process of ranking opportunities to determine
which of many potential opportunities should be pursued first. It is also known as
separating the vital few from the trivial many. Pareto analysis should be used at
various stages in a quality improvement program to determine which step to take next.
A Pareto diagram is a type of bar chart in which the bars representing each problem
cause are arranged, or ranked, by their frequency in descending order. A Pareto
diagram is useful in interpreting data and confirming the relationships that are
suggested in cause-and-effect studies. This approach is based on the idea that 80% of
the problem comes from 20% of the causes; the diagram is used to separate the vital
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few problem causes form the trivial many. This aids in focusing on correcting or
improving the vital few causes that contribute most to the problem.
RAW POWDER PRODUCTION PROCESS SHIFT CONTROL
PRODUCT
TYPE

RAW
POWDER
- milling -

POWDER
WEIGHT
-ING

Parameters
acc. to Q-RULA-011

Measured
parameters

Control
frequency

Preset
value

Allowable
nonconformity
Allowed

Process stopped

Alarm

SZ (%)

99,5

82,5
112,5

< 82,5 >

112,5

SM

2,50

2,20
2,80

<2,20
>2,80

Fines (%)
200 m

daily

1,5

1,2 1,8

< 1,2 >

1,8

Fines (%)
90 m

daily

22,0

19,0
25,0

<19,0>2
5,0

Moisture (%)

daily

0,5

0,9

> 0,9

Grao, (%)

continuously

Magro, (%)

continuously

Kvarc, (%)

continuously

CaCO3
(%)

when
needed
0-100
when
needed
0-100
when
needed
0-100

Note 1)

weighing machine
without material
Note 2)
weighing machine
without material
Note 2)
weighing machine
without material
Note 2)

76,00

Fig. 3. An example of check sheet in process industry

Cause of downtime

Furnace rebuilding
Heat exchanger
Furnace un-dusting helix
Low voltage
Other
Clinker pulverisers
Power substation
Furnace drive
Input/output of furnace gasket
Coal weighing machine
Raw powder bunker
Total

Downtime
duration, h
118,75
29,79
23,87
17,24
16,71
7,41
6,25
5,66
5,08
4,1
3,59

Contribution,
%
49,8
12,49
10,01
7,23
7,01
3,11
2,62
2,37
2,13
1,72
1,51

238,45

100

Cumulative,
%
49,8
62,29
72,3
79,53
86,54
89,65
92,27
94,64
96,77
98,49
100

Mark
A
B
C
D
E
F
G
H
I
J
K

Tab. 1. Data for Pareto analysis

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The benefit of the Pareto diagram and Pareto analysis was to isolate the two major
sources of missing data so that the most effective solutions can be pursued. Also,
examining the specific data elements that are most likely to be missing may point out
specific solutions ideas [2].
On the Fig. 4 Pareto diagram in which are main causes of out-of-operation
condition in furnaces in cement production process analyzed is shown. According to
Table 1 and Pareto chart, the most of the out-of-operation hours in 2005 was due
furnace re-building. The second major problem, although with much less influence,
was due heat-exchanger malfunctions.
Histograms. Before taking steps to improve processes, data is often collected to
see how processes are doing at the present time. One way to describe and evaluate
performance is to display this data in a chart called a histogram. A histogram is a
pictorial representation of a set of data. It is created by grouping the measurements into
cells. Histograms are used to determine the shape of a data set. Also, a histogram
displays the numbers in a way that makes it easy to see the dispersion and central
tendency and to compare the distribution to requirements. There are numerous
situations where histograms can be used to show how much variation exists in process.

Fig. 4. Pareto diagram showing influence of causes on cement production process downtime

Histograms can be valuable troubleshooting aids. Comparisons between histograms

from different machines, operators, vendors, etc., often reveal important differences.
A histogram is a picture of the data distribution that includes its spread and shape.
This can provide clues about the variation that exists in the work performed.
Distributions can be skewed in either a positive (tail of the distribution to the right) or
negative (tail of the distribution to the left) direction from the center. By examining the
spread and shape of a distribution, the extent of variation in a work process can be
determined. This can provoke further discussions to identify the cause of variation and
the measures needed to either control or reduce it.
A foundation of continuous improvement effort is data collection. Data are used to
better understand variation in a process and determine how well are relevant standards
met. A histogram is a useful tool to display these findings in order to identify current
performance and show how processes are improved over time.
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On the Fig. 5 data from Table 2 concerning sales rate during 2004 and 2005 are
shown. Rates are compared in histogram, showing trends in sales in each of major
counties in Croatia.
Sales contribution, %
County
Istra
Karlovaka
Krapinsko-zagorska
Primorsko-goranska
Zadarsko-kninska
Zagrebaka
Licko-senjska
Meimurska
Other
Total

2004.
24,22
15,16
7,28
11,77
3,91
22,54
4,85
4,32
5,95

2005.
24,08
10,06
8,06
13,47
1,69
32,04
2,16
0,72
7,72

100

100

Tab. 2. Sales contribution data

Fig. 5. Sales contribution for Croatian counties for 2004 and 2005

Scatter diagrams. A scatter diagram is a plot of one variable versus another. One
variable is called the independent variable and it is usually shown on the horizontal
axis. The other variable is called the dependent variable and it is shown on the vertical
axis. Scatter diagrams are used to evaluate cause and effect relationships. The
assumption is that the independent variable is causing a change in the dependent
variable.
On the Fig. 6 an simple example of scatter diagram based on the data from Table 3
is shown. In some cases scatter diagram can be useful in the prediction of expected
value for dependent variable knowing value of independent variable.
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Datum
01.-04.08.
08.-09.08.
11.-14.08.
17.-19.08.
22.-25.08.
26.-29.08.

Fines
45 m
10,7
19
12,7
14,8
15
14,6

Area
cm2/g
3741
3879
3583
3644
3741
3624

Tab. 3. Testing results of cement type CEM II/B-M (S-V) 42,5 N

Control charts. Control charts are statistical tools used to analyze and understand
process variables, to determine a processs capability to perform with respect to those
variables and to monitor the effect of those variables on the difference between
customer needs and process performance.
All processes exhibit variation that can be classified as the result of either common
causes of special causes. Common causes of variation are inherent in a process while
variation created by special causes lie outside the system. Control charts are used to
identify and differentiate between those two different causes of variation. When a
process no longer exhibits special variation, but only common variation, it is said to be
stable and is capable of being improved [3].

Fig. 6. Correlation between cement fines and specific area

On the Fig. 7 one example of application of individual control charts in the process
of cement production is shown.

3 QUALITY MANAGEMENT SYSTEM

In successful application of quality tools the implemented quality management system
is advantage. The quality management principles are starting point for companies
management striving for continuous efficiency improvement in long period of time and
customer satisfaction [4-6]. Quality management system is based on integrity of all
production and support resources of certain company. It enables faultless process flow
in meeting related contracts, standards and market quality requirements. Implementation of quality management system is always a part of a company development process, Fig. 8 [7].
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Fig. 7. Graphical part of control chart for cement production process

Fig. 8. Development of quality management concept

Having the quality management system in place is prerequisite of its successful

application on day to day basis. Management has to show commitment to development
and improvement of quality management system. Through quality management system
a company leadership implements their quality policy. Quality management system has
to be well documented. When in function the quality management system provides
useful information obtained through different process analyses and audits [8]. If the
companies focus is on customer, the company has to select the most efficient ways of
data acquisition and market survey to confirm does the companys products or services
meets customer demands and expectations. Collected information is invaluable in
decision making process based on fact. Data collection and analysis is also of great
importance for defining opportunities for further process and products quality
improvement.
Continuous improvement process is based on application of Demings quality cycle
or PDCA-cycle, shown on Fig. 9. The PDCA-cycle is integral part of process
management and is designed to be used as dynamic model. The completion of one turn
of cycle flows into the beginning of the next. PDCA-cycle consists of four consecutive
steps or phases, as follows:
Plan analysis of what is needed to be improved by taking into considerations
areas that hold opportunities for change. Decision on what should be changed.
Do implementation of the changes that is decided on in Plan step.
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 Check Control and measurement of processes and products in accordance to

changes made in previous steps and in accordance with policy, goals and
requirements on products. Report on results.
Act Adoption or reaction of the changes or run through PDCA-cycle again.
Keeping improvement continuous.

Fig. 9. PDCA-cycle

Main purpose of PDCA-cycle application is in process improvement. When the

process improvement starts with careful planning it results in corrective and preventive
actions, supported by appropriate quality assurance tools, which leads to true process
improvement. Application of seven basic quality tools in correlation with four steps of
PDCA-cycle is shown in Table 4.
Seven basic
quality tools
(7QC tools)
Flow chart
Cause-and-effect diagram
Check sheet
Pareto diagram
Histogram
Scatter plot
Control charts

Steps of PDCA-cycle
Plan
Problem
identification

9
9
9
9
9
9

Plan, Check
Process
analysis

Plan, Act
Solutions
development

Check
Result
evaluation

9
9
9
9
9
9

9
9
9
9
9

Tab. 4. Seven basic quality tools (7QC tools) in correlation with PDCA-cycle steps

As it is shown in Table 4, for problem identification can be used most of the 7QC
tools: Flow chart, Cause-and-Effect diagram, Check sheet, Pareto diagram, Histogram
and Control charts. For problem analysis are used following tools: Cause-and-Effect
diagram, Check sheet, Pareto diagram, Scatter plot and Control charts. When the team
is developing a solution for analyzed problem Flow chart and Scatter plot can be
useful. In the phase of achieved results evaluation can be also most of 7QC tools
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successfully implemented: Check sheet, Pareto diagram, Histogram, Scatter plot and
Control charts [9].
The model for systematic usage of quality tools for process monitoring, data
acquisition and quality improvement is shown on Fig. 10 [10].

Fig. 10. Seven quality tools (7QC tools) for quality improvement

4 APPLICATION OF QUALITY TOOLS IN PROCESS INDUSTRY

Generally, business goal of every company is success in doing business. That success
is shown through customer recognized quality of companys products and services.
However, defining quality is largely under subjective customer opinion and criteria. To
become more objective in the quality evaluation introduction of standards for quality
management is necessity. Quality management standard includes guidelines and recommendations for quality management system that encompass company organization
structure, processes, procedures and other necessary means for successful quality management.
In the paper the systematic approach to the quality improvement is shown on the
example of a company in process industry. In the selected company the principle of
quality management is defined as basic principle with goals of continuous improvement. Customer satisfaction is placed on the top of value scale, while data analysis is
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conducted permanently in order to recognize opportunities for process quality improvement. Selected company from process industry has certified quality management
system in accordance with ISO 9000:2000, so the company is committed to the systematic quality management and quality assurance.
Company that manage its quality system in accordance with ISO 9000:2000 has to
plan and implement process control, measurement, analysis and improvement in order
to:
demonstrate conformity of its products,
achieve conformity of its quality management system,
continuously improve efficiency of its quality management system.
Application of 7QC tools is analyzed on the example of selected company in order
to demonstrate possibility of systematic tools usage or, in other words, systematicness
of quality tools.
During research possibilities and usefulness of application of 7QC tools was
analyzed. In the paper are shown application of only one of quality tools - histogram.
Example of systematic usage of quality tools is shown on procedure that includes
communication with customer in process of dealing with customer claims.
Immediately after a customer claim is received follows activities for removing causes
of customer dissatisfaction that include corrective and preventive actions. The
customer is, in written form, informed about all undertaken activities and appropriate
claim report is prepared.
In Table 5 is shown number of customer claims in three business years. On the end
of each business year customer claims are systematically analyzed in order to identify
type and amount of customer claims for year in consideration. The undertaken
corrective and preventive action is also analyzed to verify their effectiveness and to
evaluate is there more opportunities to improve process and delight customer even
more.
Number of customer claims in business years
Customer claim
Damaged cement bags during transport
Wet cement bags during transport
Cement shipping and transportation

2004.

2005.

2006.

1
5
-

2
1
1

10
1

Tab. 5. Number of customer claims in three business years

According to Table 5, by analysis of number of damaged cement bags during

transport in the last three business years, it can be concluded that number of damaged
bags is in increase. The past and current corrective activates taken within company
obviously didnt solve the problem. Data from Table 2 are shown on Fig. 11.
In order to solve those problem further activities should be carried out, possible in
the direction or in cooperation with company that provides transport of cement bags.
Improvement team that include experts from company that produce cement and
transport company can be formed with aim to find and eliminate root cause of damage
cement bag problem.
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Analyzing customer claims on wet cement bags for taken period of three year it can
be seen that taken action results in significant reduction of customer claims, Fig. 12.

Fig. 11. Histogram of claims on damaged cement bags

Such results havent come from a scratch. After several unsuccessful attempts to
solve that problem in cooperation with transport company the solution is founded in
house. The new machine for cement bags packaging that wrap cement bags with plastic
foil has been installed at the beginning of year 2006. That solution has proven as
successful and customer claims of that type has been reduced to minimum. During
2006 there are no complains on wet cement bags.
Number of customer claims on cement shipping and transportation in last tree
business years is quite low, Fig. 13.

Fig. 12. Histogram of claims on wet cement bags

Fig. 13. Histogram of claims on cement shipping and transportation

Although there are small number of claims certain corrective actions has been
taken to reduced it to minimum. Together with transport company corrective actions
has been defined and conducted. Further analysis is needed to found root cause of this
problem and to effectively solve it.
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In the shown examples systematic use of histogram is demonstrated. Collected data

are analyzed and visualized by histogram. Corrective actions are defined and
implemented in order to remove root cause of problem. 7QC tools are used as base for
process improvement and increase of customer satisfaction.

5 CONCLUSIONS
Research has been conducted in order to define role and importance of seven basic
quality tools (7QC tools) within quality management system. As it is shown in selected
example, quality tools has important place in data collecting, analyzing, visualizing
and making sound base for data founded decision making.
Furthermore, systematic application of 7QC tools will enable successful quality
improvement process.
In modern production processes it is necessary to implement integrated quality
management system. Integrated quality management system involves quality management, responsible environmental performance and safe working environment. In the
frame of integrated management system quality tools can be much wider applied with
certain success. It is necessary to point out that quality tools are not so wide spread as
expected, although they are quite simple for application and easy for interpretation.
With today computer capabilities and automated data acquisition there should not be
any technical obstacles for wider quality tools application. In spite, during research, it
is experienced certain discomfort towards quality tools. This state should be changed
through continuous staff education and training.
References:
[1] Pyzdek, T., Quality Engineering Handbook, Second Edition, Marcel Dekker, Inc., New
York, 2003.
[2] www.nhtsa.dot.gov/people/injury/ems/leaderguide
[3] Gitlow et al., Tools and Methods for the Improvement of Quality, IRWIN, Homewood, IL,
1889.
[4] Paliska, G., Universality and systematicness of quality tools, M.Sc. thesis, Supervisor D.
Pavletic, Faculty of Engineering, University of Rijeka, 2007.
[5] Kondic, Z., Quality and ISO 9000 application (in Croatian), Tiva, Varazdin, 2002.
[6] ***, Application of quality management system (in Croatian), Seminar, Austrian
association for quality assurance, Zagreb, 2003.
[7] ***, TQM improvement of business processes (in Croatian), Oskar - Centar za razvoj i
kvalitetu, Zagreb, 2002.
[8] Injac, N., Small encyclopaedia of quality, I-III parts (in Croatian), Oskar, Zagreb, 2002.
[9] Pimblott, J.G., Managing Improvement Where to start, Quality Forum, Vol. 16, No. 4,
1990, pp. 165-173.
[10] Keller, P. (2005). Six Sigma, Demystified A self-teaching guide, McGRAW-HILL, New
York
Authors: Paliska, G., M. Sc., Holcim (Hrvatska) d.o.o. 52222 Koromacno, Koromacno bb,
Croatia,
Pavleti, D., Ph. D., Assist. Prof., University of Rijeka, Faculty of Engineering, 51 000 Rijeka,
Vukovarska 58, Croatia
Sokovi, M, Ph. D., Assoc. Prof., University of Ljubljana, Faculty of Mechanical Engineering,
SI-1000 Ljubljana, Askerceva 6, Slovenia
86